Art Smalley worked for Toyota in Japan, before becoming the director of lean for a large US company and a consulting lean expert for McKinsey & Company.Isao Kato spent 35 years with Toyota in a variety of management positions in manufacturing, HR, training and development, and supplier development.

…What I personally learned from people like Isao Kato and Art Smalley during my Toyota years was that a company’s success largely can be attributed to total employee involvement in daily Kaizen. This difference is critical when compared to traditional Western manufacturing companies. Team members in Toyota working with improvement tools, involvement opportunities, and a structured process constantly delivered amazing results that surpassed my expectations. This book represents a model for understanding Kaizen inside Toyota and the skills required to analyze basic processes and drive improvement.—Russ Scaffede, former V.P. of manufacturing, Toyota Motor Manufacturing

• Foreword, 1. Introduction, 2. Background of Kaizen in Toyota, 3. Introduction to Kaizen in Toyota, 4. Step 1: Discover Improvement Potential, 5. Step 2: Analyze Current Methods, 6. Step 3: Generate Original Ideas, 7. Step 4: Develop an Implementation Plan, 8. Step 5: Implement the Plan, 9. Step 6: Evaluate the New Method, 10. Summary, Appendix 1: Ten Areas to Investigate for Operational Improvement, Appendix 2: Forms and Instructions, Index, About the Author

Art Smalley worked for Toyota in Japan, before becoming the director of lean for a large US company and a consulting lean expert for McKinsey & Company.Isao Kato spent 35 years with Toyota in a variety of management positions in manufacturing, HR, training and development, and supplier development.

…What I personally learned from people like Isao Kato and Art Smalley during my Toyota years was that a company’s success largely can be attributed to total employee involvement in daily Kaizen. This difference is critical when compared to traditional Western manufacturing companies. Team members in Toyota working with improvement tools, involvement opportunities, and a structured process constantly delivered amazing results that surpassed my expectations. This book represents a model for understanding Kaizen inside Toyota and the skills required to analyze basic processes and drive improvement.—Russ Scaffede, former V.P. of manufacturing, Toyota Motor Manufacturing

• Foreword, 1. Introduction, 2. Background of Kaizen in Toyota, 3. Introduction to Kaizen in Toyota, 4. Step 1: Discover Improvement Potential, 5. Step 2: Analyze Current Methods, 6. Step 3: Generate Original Ideas, 7. Step 4: Develop an Implementation Plan, 8. Step 5: Implement the Plan, 9. Step 6: Evaluate the New Method, 10. Summary, Appendix 1: Ten Areas to Investigate for Operational Improvement, Appendix 2: Forms and Instructions, Index, About the Author

Art Smalley worked for Toyota in Japan, before becoming the director of lean for a large US company and a consulting lean expert for McKinsey & Company.Isao Kato spent 35 years with Toyota in a variety of management positions in manufacturing, HR, training and development, and supplier development.

…What I personally learned from people like Isao Kato and Art Smalley during my Toyota years was that a company’s success largely can be attributed to total employee involvement in daily Kaizen. This difference is critical when compared to traditional Western manufacturing companies. Team members in Toyota working with improvement tools, involvement opportunities, and a structured process constantly delivered amazing results that surpassed my expectations. This book represents a model for understanding Kaizen inside Toyota and the skills required to analyze basic processes and drive improvement.—Russ Scaffede, former V.P. of manufacturing, Toyota Motor Manufacturing

• Foreword, 1. Introduction, 2. Background of Kaizen in Toyota, 3. Introduction to Kaizen in Toyota, 4. Step 1: Discover Improvement Potential, 5. Step 2: Analyze Current Methods, 6. Step 3: Generate Original Ideas, 7. Step 4: Develop an Implementation Plan, 8. Step 5: Implement the Plan, 9. Step 6: Evaluate the New Method, 10. Summary, Appendix 1: Ten Areas to Investigate for Operational Improvement, Appendix 2: Forms and Instructions, Index, About the Author